HUMAN CAPITAL Building a Diverse, Future-Ready Workforce

We are infusing our human capital with the best talents across generations, nationalities, cultures, ethnicities, skills and capabilities. Alongside, we are re-engineering learning and development and talent management to have a future-ready workforce. This advantage drives our long-term growth and maximises value creation in a transformed business landscape.

SDGs impacted

Human resource priorities

  • Restructuring in line with organisational transformation to drive operational synergies
  • Building capacities to scale up new business through new hiring and internal capability development
  • Higher investments in digital initiatives and niche / specialist skills

HR focus areas in FY 2020-21

Building resilience and focussing on well-being

  • Work from home (WFH) for 100% employees (non-manufacturing excluding R&D Team) in lockdown
  • New work protocols

Engaging multi-generational workforce

  • 72% (; 73%: FY 2019-20): X-prESS employee engagement score covering 2,754 employees
  • 600+ appreciations and 300+ monetary awards to employee through ‘Kudos’ online platform in TCL India

Future-ready capabilities

  • 1,610 hours of learning as part of Enrich platform
  • 185+ certifications from best universities through edX platform
  • We are further strengthening the training hours recording mechanism with focus on different employee segments

Digitalising HR operations

  • Migrating to an integrated HRMS (human resource management system) solution

FY 2020-21 Key performing indicators

7% (FY 2019-20: 7%)

of women employees

220 (FY 2019-20: 228)

Number of Employees in R&D (Intellectual Capital)

78% (FY 2019-20: 72%)

Functional training coverage (Unique employees trained)

2.25 (FY 2019-20: 2.9)

Training days per employee

7% (FY 2019-20: 10%)

Voluntary attrition

₹ 2.2 crore (FY 2019-20: ₹ 2.2 crore)

Revenue per employee

7:1 (FY 2019-20: 8:1)

Engaged: Disengaged employee ratio

11% (FY 2019-20: 8%)

% Employees trained under Manager/ Leadership programmes

Building resilience and focussing on well-being

Tremendous efforts of our people with speed and agility across various manufacturing sites, home offices, in the market and in our R&D labs enabled us to respond to the unexpected events this year. We quickly scaled up to new work protocols by introducing more flexible and agile ways of working. We seamlessly transitioned to 100% remote working for all our office-based employees.


We supported our people and their families through the year with a range of tools to help them to focus on their wellbeing like employee assistance programme under ”We Care”, mobile app “Be Safe” for self-declaration and tracking of health etc. TCL has always had a best-in-class medical policy that includes medical cover for our employees and their dependents, extensive tie-ups with hospitals and doctors in all locations and cashless facilities.

Future-ready capabilities

We ensured continuous learning to enable our people to upskill and reskill for their roles by imparting future-ready contemporary concepts through digital learning platforms like edX, Global Gyan, Tata Tomorrow University (TTU). Our leadership development includes specific interventions for women managers, immersive programmes on diversity & inclusions, future leaders program, capability building for people managers -‘INVEST’ (Increase Value, Enhance Skills for Tomorrow). We have also collaborated with various academia and premium research institutions to deepen our R&D capabilities. We are further strengthening the training hours recording mechanism with focus on different employee segments.

Engaging multi-generational workforce

Our biannual employee survey “X-press" enables us to constantly listen to our employees and enhance our people-friendly workplace policies and other engagement drivers based on the insights. Our quarterly rewards and recognition programmes, Walk & Talks, Town Halls, Leadership Connect, knowledge sharing sessions, celebrating employee achievements and Fun@Work ensure active engagement. Our Internal job posting SHINE+ platform helps employees to move laterally across organisation functions and aids inclusivity. Digitalised campus hiring sustained our capacity-building even during the pandemic.

Digitalising HR operations

We are migrating in a phased manner to an integrated HRMS solution under the ‘One Tata Operating Network’ OTON. It will help drive employee experience and enhance operational efficiency thus embracing the workplace of the future as digitalisation of many processes gets introduced enabling employees and managers get the best out of their teams.

Diversity and inclusion (as on March 31, 2021)

On-roll employees
On-roll employees as per gender